As business leaders know, every organisational function is having to manage the pressure of change and disruption. Smart, effective execution of digital strategy and transformative change is critical to remain competitive.
Our purpose is to represent our customers to do just that. The development, design and implementation of effective transformative change strategy, roadmaps and programs in multi-vendor, multi-modal and multi-domain environments.
We describe our purpose across the following four pillars:
1. Balancing grown and a digital ambition
Balancing aspirations of growth, a digital ambition and the constraints of regulation
Balancing growth and a digital ambition is all-consuming. We think the most transformational activity is overstated. It is typically tackled within a framework of known constraints that is not transformation, that’s making something less broken. We specialise in finance, sales and procurement operation transformation.
2. Addressing sustainable competitive
Addressing pressures for workforce flexibility to enable sustainable competitive advantage
We see business agility as a fundamental organisational objective to enable transformation, the subtle distinction between agile and agility. We appreciate the business challenges of evolving ways-of-working and the changing venn diagram of employee, competency, capability and technology tools that are disrupting change momentum.
3. Mastering the challenges of change
Master the challenges and opportunities of fundamental business model change
Transformative change can only be successful if the change is embedded in new ways of working. Deploying a new technology toolset often overshadow the often more difficult aspects of making the change relevant to the business, customer and workforce. And importantly, making that change stick without disrupting all the parts of the business that are sound, be it culture, reputation or an ability to service customer.
4. Designing for a meaningful impact
Designing for a positive and meaningful impact on experiences and lives
Customer attraction, acquisition and retention continue to be the centre-piece of most transformative business cases. We see the role innovation, experience and service design can play for a pragmatic organisation dealing with conflicting priorities. We see the pending mesh of experience, service design and more traditional analysis capabilities. We see an industry currently fixated with a title rather than the outcome. We think that’s not quite right and we look to make a positive difference.